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INTERPOL World 2017 Congress to lead industry dialogue for a unified approach to combat future crime

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SINGAPORE, 24 April 2017 – INTERPOL World 2017 is set to bring law enforcement agencies, government bodies, academia, security professionals and solution providers together over three days of networking and information exchange this July. The global exhibition and congress aim to stimulate collaborations between stakeholders to address crimes in the future.

This year, the INTERPOL World Congress will see a brand-new conference structure to give attendees a more guided experience with an end-to-end approach. Featuring over 40 speakers across the public and private sectors, the Congress will address pressing concerns via three dedicated tracks – Cybercrime (4 July), Safe Cities (5 July) and Identity Management (6 July). All three days will begin with a macro dialogue to highlight the spectrum of future security challenges. This will be followed by a segment covering strategic perspectives from practitioners, researchers and academia, who will cast light on technologies that are available to address the security challenges. The days will end with insightful case studies featuring real-life applications and results that some organizations have achieved in different parts of the world.

Participants at the Congress will hear from leading security solutions providers such as Kaspersky Lab, Microsoft, NEC, Securiport and SICPA, as well as thought leaders from Police Departments and Security Research Institutions such as:

  • Arthur Holland Michel, Co-Director, Center for the Study of the Drone, Bard College
  • Cheri McGuire, Chief Information Security Officer (CISO), Standard Chartered
  • Dr Donato Colucci, Senior Regional Immigration and Border Management Specialist, International

Organization for Migration (IOM)

  • Jim Pitkow, Chair Technical Task Force, Thorn
  • Michael Hershman, Group CEO, International Centre for Sport Security (ICSS)
  • Nils Andersen-Röed, Operational Specialist / Project Leader Darkweb Team, Dutch National Police
  • Rob Leslie, Chief Executive Officer, Sedicii Innovations Limited (World Economic Forum’s 2015 Technology Pioneer)

Please refer to the appendix for the full list of speakers, panelists and moderators.

Cybercrime – Managing future cyber threats to society from the “hidden” Internet

Emerging technologies today is making cybercrime increasingly sophisticated and a growing concern for individuals, companies, governments and countries around the world. The cost of cybercrime to the global economy is estimated at $445 billion a year. A diplomatic dialogue and knowledge sharing amongst all stakeholders can help to elevate the industry’s understanding of new crimes and future threats. This track will zoom into the future of security and how technology can be harnessed to prevent, detect, and investigate risks presented by an ever-changing internet. It will bring out the underlying social and technological causes of cybercrime that law enforcement needs to understand, to mitigate it effectively.

Supported by the World Economic Forum (WEF), the first day of the congress will focus on the new challenges of cybercrime, such as the rise of Darknet, and how a collaborative effort can address its adverse impact. This discussion is in line with WEF’s Cybercrime Project, launched in 2015 to bolster cooperation and collaboration between the public sector, private sector and law enforcement authorities for a unified and balanced approach to cybercrime.

Moderator  of  INTERPOL  – World Economic  Forum Cybercrime Dialogue  on the  first  day of  the Congress, Jean-Luc Vez, Head of Public Security Policy and Security Affairs, Member of the Executive Committee, World Economic Forum said, “While there are many instruments dedicated to fighting cybercrime today – including platforms for sharing information, private industry standards and best practises – these efforts tend to be industry specific or regional at best. Leveraging on INTERPOL’s unique position as the global hub for cybercrime related data and intelligence, the INTERPOL-WEF led dialogue will help broaden the awareness of available tools among organizations to aid in dealing with complex cyber threats.”

Safe Cities – Preparing strategies, approach and tactics for securing urban centres and global cities of the future

The rise of urban centres and “Smart City” initiatives enabled by big data, network of sensors and the Internet of Things (IoT) bring a new set of challenges to future policing. While digital technologies have helped compress the reaction time of police all over the world, the increased connectivity can similarly be leveraged by criminals to carry out increasingly sophisticated crimes.

There is now a growing consensus that technology transformation must be part of the overall solution. To keep our cities and citizens safe, law enforcement must be armed with the right technology, tools and processes to solve – or even prevent – the toughest crimes at faster rates. Panelist and speaker

at the INTERPOL World 2017 Congress, Commander Jorge R Rodriguez, Los Angeles Police Department said, “Many law enforcement agencies such as LAPD, Seattle and Florida Police Departments are using cutting-edge cloud-based crime prediction software to predict drug crime, gang crime, anti-social behaviour and gun violence.”

Such crime prediction software work by analysing data through a sophisticated algorithm that applies proven criminal theories to predict the top 10 to 20 spots where crime is most likely to occur over the next few hours. To do so, it leverages on a variety of factors, such as historical and recent crime data, real-time activity, weather forecasts, locations and other information. Once these ‘hot spots’ are identified, police officers can adapt their patrol schedule and frequency at these locations, making their presence felt in the area and thereby prevent crime from taking place.

“As digital technologies continue to be a game-changer for the future of policing, it is now imperative for law enforcement to better coordinate, command and control critical resources to make quick sense of an explosion of information in crisis situations,” Commander Rodriquez added further.

Identity Management – Law enforcement, migration and border management in an age of globalisation

While technology advancements have enabled immigration and law enforcement agencies to cope with an increasingly challenging operating reality, it has also enabled those seeking to circumvent border  controls  using  false  identities,  counterfeit  travel  documents  and more  to  pursue  illegal immigration, transnational organised crimes and/or terrorism.

As governments tighten immigration and border controls, there is currently no single universal standard pertaining to the identification, verification and validation of identity of people, goods and vehicles. The varying standards across the globe have resulted in gaps, which can be exploited by criminals and terrorists alike.

As a key highlight of the identity management discussion, Dr John Coyne, Head of Border Security Program, Australian Strategic Policy Institute, will be sharing his insights on a new technology to be utilised by the Australian Department of Immigration and Border Protection (DIBP). By 2020, the immigration will no longer require passenger passports, instead, they will be processed by biometric recognition of the face, iris and or fingerprints, making them the first in the world to adopt such technology.

INTERPOL World 2017 Exhibition

The second edition of INTERPOL World 2017 Congress will happen from 4 to 6 July 2017 while the trade exhibition will take place from 5 to 7 July 2017  in Singapore. The exhibition will feature international manufacturers and solutions providers presenting their latest cutting-edge technologies across cybersecurity, public safety, biometrics, identity solutions, forensics and investigations and many more to over 10,000 security professionals and buyers from both public and private sectors. For more information, please visit www.interpol-world.com

About INTERPOL

INTERPOL’s role is to enable police around the world to work together to make the world a safer place. A high-tech infrastructure of technical and operational support helps meet the growing challenges of fighting crime in the 21st century.

INTERPOL’s range of global policing capabilities to support its 190 member countries include databases of police information on criminals and crime, operational support, forensics and analysis services, and training on how to use its tools.

All these policing capabilities are delivered worldwide and support three global programmes that INTERPOL considers to be the most pressing today: Counter-terrorism, Cybercrime, and Organized and Emerging Crime.

INTERPOL’s General Secretariat is based in Lyon, France, supported by the INTERPOL Global Complex for Innovation in Singapore, seven regional bureaus and Special Representative offices at the European Union, the United Nations and the African Union. Each member country runs an INTERPOL National Central Bureau, staffed by national law enforcement officials.

About INTERPOL World

INTERPOL World is a strategic platform for the public and private sectors to discuss and showcase solutions to evolving global security challenges. The biennial exhibition and congress event aims to connect law enforcement, government bodies, academia, international security professionals and buyers with security solution providers and manufacturers. The event fosters mutually beneficial collaboration, information sharing, innovation and solutions to ensure faster and more accurate responses to security threats.

INTERPOL World is an event owned by INTERPOL, supported by Singapore’s Ministry of Home Affairs (MHA), Singapore Exhibition & Convention Bureau (SECB), and the World Economic Forum (WEF) and managed by MP International Pte Ltd. For more information, please visit www.interpol-world.com

Congress:    4-6 July 2017

Exhibition:    5-7 July 2017

Venue:         Suntec Singapore Convention and Exhibition Centre

For media queries, please contact:

Shuchi JOSEPH

Ying Communications

Tel:   +65 3157 5626 / +65 9800 5037

Email: [email protected]

HAN Jia Ni

INTERPOL World Event Manager

Tel: +65 6389 6637 / +65 9450 1527

Email: [email protected]

Appendix

INTERPOL World 2017 Congress Speakers, Panelists and Moderators

  • Arthur Holland Michel, Co-Director, Center for the Study of the Drone, Bard College
  • Cheri McGuire, Chief Information Security Officer (CISO), Standard Chartered
  • Christian Karam, Global Head of Cyber Threat Intelligence, UBS AG
  • Damien Cheong, Coordinator, Homeland Defence Programme and Research Fellow Centre of

Excellence for National Security, S. Rajaratnam School of International Studies

  • Daniel Pearce, Head of Operation Support, National lead for Open Source and Analytics

SO15, Metropolitan Police Department

  • Derek Pak, Vice President & Regional Lead, Customer Fraud Management, Mastercard

Asia/Pacific Pte Ltd

  • Dr Attila Freska, Chief Operating Officer, Securiport
  • Dr Donato Colucci, Senior Regional Immigration and Border Management Specialist, International Organization for Migration (IOM)
  • Dr Jean Salomon, Business Development Director, SICPA SA
  • Dr John Coyne, Head of Border Security Program, Australian Strategic Policy Institute
  • Fang Eu-Lin, Partner, PwC
  • Jean-Luc Vez, Head of Public Security Policy and Security Affairs, Member of the Executive

Committee, World Economic Forum

  • Jim Pitkow, Chair Technical Task Force, Thorn
  • Jorge R Rodriguez, Commander, Los Angeles Police Department
  • Jürgen Stock, Secretary General, INTERPOL
  • Michael Hershman, Group CEO, International Centre for Sport Security (ICSS)
  • Michael O’Connell, Director for Operational Support and Analysis, INTERPOL
  • Microsoft Operations Pte Ltd
  • NEC Corporation
  • Nils Andersen-Röed, Operational Specialist / Project Leader Darkweb Team, Dutch National

Police

  • New York Police Department
  • Rob Leslie, Chief Executive Officer, Sedicii Innovations Limited (World Economic Forum’s 2015

Technology Pioneer)

  • Vincent Loy, Partner, APAC Financial Crime & Cyber & Data Analytics Leader, PwC
  • Vitaly Kamluk, Director, Global Research & Analysis Team APAC, Kaspersky Lab

List is updated as at 20 April 2017 and subject to change. Please refer to the website for the latest updates.

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Bringing finance into the 21st Century – How COVID and collaboration are catalysing digital transformation

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Bringing finance into the 21st Century – How COVID and collaboration are catalysing digital transformation 1

By Keith Phillips, CEO of TISATech

If just six or seven months ago someone had told you that in a matter of weeks people around the world would be locked down in their homes, trying to navigate modern work systems from a prehistoric laptop, bickering with family over who’s hogging the Wi-Fi, migrating online to manage all financial services digitally, all while washing their hands every five minutes in fear of a global pandemic… You’d think they had lost their mind. But this very quickly became the reality for huge swathes of the world and we’re about to go through that all over again as the UK government has asked that those who can work from home should.

Unsurprisingly, statistics show that lockdown restrictions introduced by the UK government in March, led to a sharp increase in people adopting digital services. Banks encouraged its customers to log onto online banking, as they limited (and eventually halted) services at branches. This forced many customers online as their primary means of managing personal finances for the first time.

If anyone had doubts before, the Covid-19 pandemic proved to us the importance of well-functioning, effective digital financial services platforms, for both financial institutions and the people using them.

But with this sudden mass online migration, it’s become clear that traditional banks have struggled to keep up with servicing clients virtually. Legacy banking systems have always stilted the digitisation of financial services, but the pandemic thrust this issue into the limelight. Fintech firms, which focus intently on digital and mobile services, knew it was only a matter of time before financial institutions’ reliance was to increase at an unprecedented rate.

For years, fintechs have been called upon by traditional players to find solutions to problems borne from those clunky legacy systems, like manual completion of account changes and money transfers. Now it is the demand for these services to be online coupled with the need for financial services firms to cut costs, since Covid-19 hit the economy.

Covid-19 has catalysed the urgent need to bring digital transformation to a wider pool of financial services businesses. Customers now have even higher expectations of larger institutions, demanding that they keep up with what the younger and more nimble challengers have to offer. Industry leaders realise that they must transform their businesses as soon as possible, by streamlining and digitising operations to compete and, ultimately, improve services for their customers.

The race for digital acceleration began far before the recent pandemic – in fact, following the 2008 financial crisis is likely more accurate. Since the credit crunch, there has been a wave of new fintech firms, full of young, bright techies looking to be the next big thing. Fintechs have marketed themselves hard at big conferences and expos or by hosting ‘hackathons’, trying to prove themselves as the fastest, most innovative or the most vital to the future of the industry.

However, even during this period where accelerating innovation in online financial services and legacy systems is crucial, the conditions brought about by the pandemic have not been conducive to this much-needed transformation.

The second issue, which again was clear far before the pandemic, is that fact that no matter how nimble or clever the fintechs’ solutions are, it is still hard to implement the solutions seamlessly, as the sector is highly fragmented with banks using extremely outdated systems populated with vast amounts of data.

With the significance of the pandemic becoming more and more clear, and the need for better digital products and services becoming more crucial to financial services firms and consumers by the day, the industry has finally come together to provide a solution.

The TISAtech project was launched last month by The Investing and Saving Alliance (TISA), a membership organisation in the UK with more than 200 leading financial institutions as members. TISA asked The Disruption House, a specialist benchmarking and data analytics business, to create a clearing house platform for the industry to help it more effectively integrate new financial technology. The project aims to enhance products and services while reducing friction and ultimately lowering costs which are passed on to the customers.

With nearly 4,000 fintechs from around the world participating, it will be the world’s largest marketplace dedicated to Open Finance, Savings, and Investment.

Not only will it provide a ‘matchmaking’ service between financial institutions an fintechs, it will also host a sandbox environment. Financial institutions can pose real problems with real data and the fintechs are given the space to race to the bottom – to find the most constructive, cost-effective solution.

Yes, there are other marketplaces, but they all seem to struggle to achieve a return on investment. There is a genuine need for the ‘Trivago’ of financial technology – a one stop shop, run by an independent body, which can do more than just matchmaking. It needs to go above and beyond to encompass the sandboxing, assessments, profiling of fintechs to separate the wheat from the chaff, and provide a space for true collaboration.

The pandemic has taught us that we are more effective if we work together. We need mass support and collaboration to find solutions to problems. Businesses and industries are no different. If fintechs and financial institutions can work together, there is a real chance that we can start to lessen the economic hit for many businesses and consumers by lowering costs and streamlining better services and products. And even if it is just making it that little bit easier to manage personal finances from home when fighting with your children for the Wi-Fi, we are making a difference.

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What to Know Before You Expand Across Borders

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By Sean King, Director of International Tax at McGuire Sponsel

The American retail giant, Target Corporation, has a market cap of $64 billion and access to seemingly limitless resources and advisors. So, when the company engaged in its first global expansion, how could anything possibly go wrong?

Less than two years after opening its first Canadian store in 2013, Target shut down all133 Canadian locations and terminated more than 17,000 Canadian employees.

Expansion of an operation to another country can create unique challenges that may impact the financial viability of the entire enterprise. If Target Corporation can colossally fail in its expansion to Canada, how might Mom ‘N’ Pop LLC fare when expanding into Switzerland, Singapore, or Australia?

Successful global expansion requires an understanding of multilayered taxes, regulatory hurdles, employment laws, and cultural nuances. Fortunately, with the right guidance, global expansion can be both possible and profitable for businesses of any size.

Permanent establishment

Any company with global ambitions must first consider whether the company’s expansion outside of the U.S. will give rise to a taxable presence in the local country. In the cross-border context, a “permanent establishment” can be created in a local country when the enterprise reaches a certain level of activity, which is problematic because it exposes the U.S. multinational to taxation in the foreign country.

Foreign entity incorporation

To avoid permanent establishment risk, many U.S. multinationals choose to operate overseas through a formal corporate subsidiary, which reduces the company’s foreign income tax exposure, though it may result in an additional level of foreign income tax on the subsidiary’s earnings. In most jurisdictions, multinationals can operate their business in the foreign country as a branch, a pass through (e.g., partnership,) or a corporation.

As a branch, the U.S. multinational does not create a subsidiary in the foreign country. It holds assets, employees, and bank accounts under its own name. With a pass through, the U.S. multinational creates a separate entity in the foreign country that is treated as a partnership under the tax law of the foreign country but not necessarily as a partnership under U.S. tax law.

U.S. multinationals can also create corporate subsidiaries in the foreign country treated as corporations under the tax law of both the foreign country and the U.S., with possibly two levels of income taxation in the foreign country plus U.S. income taxation of earnings repatriated to the U.S. as dividends.

Check-the-box planning

Under U.S. entity classification rules, certain types of entities can “check the box” to elect their classification to be taxed as a corporation with two levels of tax, a partnership with pass-through taxation, or even be disregarded for U.S. federal income tax purposes. The check the box election allows U.S. multinationals to engage in more effective global tax planning.

Toll charges, transfer pricing and treaties

When establishing a foreign corporate subsidiary, the U.S. multinational will likely need to transfer certain assets to the new entity to make it fully operational. However, in many cases, the U.S. multinational cannot perform the transfer without recognizing taxable income. In the international context, the IRS imposes certain outbound “toll charges” on the transfer of appreciated property to a foreign entity, which are usually provided for in IRC Section 367 and subject to various exceptions and nuances.

Instead, the U.S. multinational may prefer to license intellectual property to the foreign subsidiary for a fee rather than transfer the property outright. However, licensing requires the company and foreign subsidiary to adhere to transfer pricing rules, as dictated by IRC Section 482. The U.S. multinational and the foreign subsidiary must interact in an arms-length manner regarding pricing and economic terms. Furthermore, any such arrangement may attract withholding taxes when royalties are paid across a border.

Are you GILTI?

Certain U.S. multinationals opt to focus on deferring the income recognition at the U.S. level. In doing so, they simply leave overseas profits overseas and delay repatriating any of the earnings to the U.S.

Despite the general merits of this form of planning, U.S. multinationals will be subject to certain IRS anti-deferral mechanisms, commonly known as “Subpart F” and GILTI. Essentially, U.S. shareholders of certain foreign corporations are forced to recognize their pro rata share of certain types of income generated by these foreign entities at the time the income is earned instead of waiting until the foreign entity formally repatriates the income to the U.S.

The end goal

Essentially, all effective international tax planning boils down to treasury management. Effective and early tax planning can properly allow a company to better achieve its initial goal: profitability.

If global expansion is on the horizon for your company, consult a licensed professional for advice concerning your specific situation.

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Pandemic risks eclipse treasury priorities as businesses diversify investments to mitigate impact

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The Covid-19 pandemic has shunted aside existing challenges to sit atop treasurers’ priority lists, according to “The resilient treasury: Optimising strategy in the face of covid-19”, a survey run by the Economist Intelligence Unit (EIU) and sponsored by Deutsche Bank.

The results show that treasurers are looking to diversify their investments in a bid to mitigate the pandemic impacts, including heightened liquidity, foreign-exchange and interest-rate risk. As many as 55% plan to increase investments in long-term instruments, with 48% increasing investments in bank deposits, another 48% in local investment products, and 47% in money-market funds.

“The Covid-19 pandemic has drastically altered business plans in 2020. It has placed a certain level of strain on treasury processes, but the challenge it presents has been managed by traditional treasury skills. It is clear that pandemic risk will be on the treasury checklist for years to come, but it is one of many risks the department faces and will continue to manage,” says Melanie Noronha, the EIU editor of the report.

Despite Covid-19 looming large, other challenges wait in the wings. Notably, the replacement of the London Interbank Offered Rate was identified by 38% of respondents as the main challenge of their function.

Technology, meanwhile, continues to be a pressing issue, with treasury teams becoming increasingly reliant on IT solutions. Here, data quality is rising up the list of concerns. Already highlighted as very or somewhat concerning in 2019 by 69% of respondents, the figure rose to 78% in 2020. Acquiring the necessary skill sets to realise the full benefits of this data and technology is also a continuing priority – with some progress registered from last year. In 2020, 30% of respondents say they have all the skills they need to manage technological change, up from 22% in 2018.

“Treasury’s focus on technology is not only helping teams operate more efficiently in a remote-working environment, it has long played – and continues to play – a key role in realising their long-term priorities,” notes Ole Matthiessen, Head of Cash Management, Corporate Bank, Deutsche Bank. The survey shows that

Release 1 | 2  managing relationships with banks and suppliers (highlighted by 32% of respondents) and collaborating with other functions of the business (also 32%) remain top of the agenda – and seamless digital systems will help give treasurers the bandwidth and insight to be more effective partners for both internal and external stakeholders.

Based on a global survey of 300 treasury executives, conducted between April and May, the survey explores stakeholders’ attitudes among corporate treasurers towards the drivers of strategic change in the treasury function – from the pandemic through to regulation and technology – and their priorities for the next five years.

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